全国硕士研究生英语一及其答案.docx

全国硕士研究生英语一及其答案.docx

《全国硕士研究生英语一及其答案.docx》由会员分享，可在线阅读，更多相关《全国硕士研究生英语一及其答案.docx（16页珍藏版）》请在冰点文库上搜索。

全国硕士研究生英语一及其答案

2011年全国硕士研究生考试英语一及其答案

ThedecisionoftheNewYorkPhilharmonictohireAlanGilbertasitsnextmusicdirectorhasbeenthetalkoftheclassical-musicworldeversincethesuddenannouncementofhisappointmentin2009.Forthemostpart,theresponsehasbeenfavorable,tosaytheleast.“Hooray!

Atlast!

”wroteAnthonyTommasini,asober-sidedclassical-musiccritic.

　　Oneofthereasonswhytheappointmentcameassuchasurprise,however,isthatGilbertiscomparativelylittleknown.EvenTommasini,whohadadvocatedGilbert’sappointmentintheTimes,callshim“anunpretentiousmusicianwithnoairoftheformidableconductorabouthim.”AsadescriptionofthenextmusicdirectorofanorchestrathathashithertobeenledbymusicianslikeGustavMahlerandPierreBoulez,thatseemslikelytohavestruckatleastsomeTimesreadersasfaintpraise.

　　Formypart,IhavenoideawhetherGilbertisagreatconductororevenagoodone.Tobesure,heperformsanimpressivevarietyofinterestingcompositions,butitisnotnecessaryformetovisitAveryFisherHall,oranywhereelse,tohearinterestingorchestralmusic.AllIhavetodoistogotomyCDshelf,orbootupmycomputeranddownloadstillmorerecordedmusicfromiTunes.

　　Devotedconcertgoerswhoreplythatrecordingsarenosubstituteforliveperformancearemissingthepoint.Forthetime,attention,andmoneyoftheart-lovingpublic,classicalinstrumentalistsmustcompetenotonlywithoperahouses,dancetroupes,theatercompanies,andmuseums,butalsowiththerecordedperformancesofthegreatclassicalmusiciansofthe20thcentury.Thererecordingsarecheap,availableeverywhere,andveryoftenmuchhigherinartisticqualitythantoday’sliveperformances;moreover,theycanbe“consumed”atatimeandplaceofthelistener’schoosing.Thewidespreadavailabilityofsuchrecordingshasthusbroughtaboutacrisisintheinstitutionofthetraditionalclassicalconcert.

　　Onepossibleresponseisforclassicalperformerstoprogramattractivenewmusicthatisnotyetavailableonrecord.Gilbert’sowninterestinnewmusichasbeenwidelynoted:

AlexRoss,aclassical-musiccritic,hasdescribedhimasamanwhoiscapableofturningthePhilharmonicinto“amarkedlydifferent,morevibrantorganization.”Butwhatwillbethenatureofthatdifference?

Merelyexpandingtheorchestra’srepertoirewillnotbeenough.IfGilbertandthePhilharmonicaretosucceed,theymustfirstchangetherelationshipbetweenAmerica’soldestorchestraandthenewaudienceithopstoattract.

　　21.WelearnfromPara.1thatGilbert’sappointmenthas

　　[A]incurredcriticism.

　　[B]raisedsuspicion.

　　[C]receivedacclaim.

　　[D]arousedcuriosity.

　　22.TommasiniregardsGilbertasanartistwhois

　　[A]influential.

　　[B]modest.

　　[C]respectable.

　　[D]talented.

　　23.Theauthorbelievesthatthedevotedconcertgoers

　　[A]ignoretheexpensesofliveperformances.

　　[B]rejectmostkindsofrecordedperformances.

　　[C]exaggeratethevarietyofliveperformances.

　　[D]overestimatethevalueofliveperformances.

　　24.Accordingtothetext,whichofthefollowingistrueofrecordings?

　　[A]Theyareofteninferiortoliveconcertsinquality.

　　[B]Theyareeasilyaccessibletothegeneralpublic.

　　[C]Theyhelpimprovethequalityofmusic.

　　[D]Theyhaveonlycoveredmasterpieces.

　　25.RegardingGilbert’sroleinrevitalizingthePhilharmonic,theauthorfeels

　　[A]doubtful.

　　[B]enthusiastic.

　　[C]confident.

　　[D]puzzled.

Text2

　　WhenLiamMcGeedepartedaspresidentofBankofAmericainAugust,hisexplanationwassurprisinglystraightup.Ratherthancloakinghisexitintheusualvagueexcuses,hecamerightoutandsaidhewasleaving“topursuemygoalofrunningacompany.”Broadcastinghisambitionwas“verymuchmydecision,”McGeesays.Withintwoweeks,hewastalkingforthefirsttimewiththeboardofHartfordFinancialServicesGroup,whichnamedhimCEOandchairmanonSeptember29.

　　McGeesaysleavingwithoutapositionlinedupgavehimtimetoreflectonwhatkindofcompanyhewantedtorun.Italsosentaclearmessagetotheoutsideworldabouthisaspirations.AndMcGeeisn’talone.InrecentweekstheNo.2executivesatAvonandAmericanExpressquitwiththeexplanationthattheywerelookingforaCEOpost.Asboardsscrutinizesuccessionplansinresponsetoshareholderpressure,executiveswhodon’tgetthenodalsomaywishtomoveon.Aturbulentbusinessenvironmentalsohasseniormanagerscautiousoflettingvaguepronouncementscloudtheirreputations.

　　Asthefirstsignsofrecoverybegintotakehold,deputychiefsmaybemorewillingtomakethejumpwithoutanet.Inthethirdquarter,CEOturnoverwasdown23%fromayearagoasnervousboardsstuckwiththeleaderstheyhad,accordingtoLiberumResearch.Astheeconomypicksup,opportunitieswillaboundforaspiringleaders.

　　Thedecisiontoquitaseniorpositiontolookforabetteroneisunconventional.ForyearsexecutivesandheadhuntershaveadheredtotherulethatthemostattractiveCEOcandidatesaretheoneswhomustbepoached.SaysKorn/FerryseniorpartnerDennisCarey:

”Ican’tthinkofasinglesearchI’vedonewhereaboardhasnotinstructedmetolookatsittingCEOsfirst.”

　　Thosewhojumpedwithoutajobhaven’talwayslandedintoppositionsquickly.EllenMarramquitaschiefofTropicanaadecadeage,sayingshewantedtobeaCEO.ItwasayearbeforeshebecameheadofatinyInternet-basedcommoditiesexchange.RobertWillumstadleftCitigroupin2005withambitionstobeaCEO.Hefinallytookthatpostatamajorfinancialinstitutionthreeyearslater.

　　Manyrecruiterssaytheolddisgraceisfadingfortopperformers.Thefinancialcrisishasmadeitmoreacceptabletobebetweenjobsortoleaveabadone.“Thetraditionalrulewasit’ssafertostaywhereyouare,butthat’sbeenfundamentallyinverted,”saysoneheadhunter.“Thepeoplewho’vebeenhurttheworstarethosewho’vestayedtoolong.”

　　26.WhenMcGeeannouncedhisdeparture,hismannercanbestbedescribedasbeing

　　[A]arrogant.

　　[B]frank.

　　[C]self-centered.

　　[D]impulsive.

　　27.AccordingtoParagraph2,seniorexecutives’quittingmaybespurredby

　　[A]theirexpectationofbetterfinancialstatus.

　　[B]theirneedtoreflectontheirprivatelife.

　　[C]theirstrainedrelationswiththeboards.

　　[D]theirpursuitofnewcareergoals.

　　28.Theword“poached”（Line3,Paragraph4）mostprobablymeans

　　[A]approvedof.

　　[B]attendedto.

　　[C]huntedfor.

　　[D]guardedagainst.

　　29.Itcanbeinferredfromthelastparagraphthat

　　[A]topperformersusedtoclingtotheirposts.

　　[B]loyaltyoftopperformersisgettingout-dated.

　　[C]topperformerscaremoreaboutreputations.

　　[D]it’ssafertosticktothetraditionalrules.

　　30.Whichofthefollowingisthebesttitleforthetext?

　　[A]CEOs:

WheretoGo?

　　[B]CEOs:

AlltheWayUp?

　　[C]TopManagersJumpwithoutaNet

　　[D]TheOnlyWayOutforTopPerformers

Text3

　　Theroughguidetomarketingsuccessusedtobethatyougotwhatyoupaidfor.Nolonger.Whiletraditional“paid”media–suchastelevisioncommercialsandprintadvertisements–stillplayamajorrole,companiestodaycanexploitmanyalternativeformsofmedia.Consumerspassionateaboutaproductmaycreate“owned”mediabysendinge-mailalertsaboutproductsandsalestocustomersregisteredwithitsWebsite.Thewayconsumersnowapproachthebroadrangeoffactorsbeyondconventionalpaidmedia.

　　Paidandownedmediaarecontrolledbymarketerspromotingtheirownproducts.Forearnedmedia,suchmarketersactastheinitiatorforusers’responses.Butinsomecases,onemarketer’sownedmediabecomeanothermarketer’spaidmedia–forinstance,whenane-commerceretailersellsadspaceonitsWebsite.Wedefinesuchsoldmediaasownedmediawhosetrafficissostrongthatotherorganizationsplacetheircontentore-commerceengineswithinthatenvironment.Thistrend,whichwebelieveisstillinitsinfancy,effectivelybeganwithretailersandtravelproviderssuchasairlinesandhotelsandwillnodoubtgofurther.Johnson&Johnson,forexample,hascreatedBabyCenter,astand-alonemediapropertythatpromotescomplementaryandevencompetitiveproducts.Besidesgeneratingincome,thepresenceofothermarketersmakesthesiteseemobjective,givescompaniesopportunitiestolearnvaluableinformationabouttheappealofothercompanies’marketing,andmayhelpexpandusertrafficforallcompaniesconcerned.

　　Thesamedramatictechnologicalchangesthathaveprovidedmarketerswithmore（andmorediverse）communicationschoiceshavealsoincreasedtheriskthatpassionateconsumerswillvoicetheiropinionsinquicker,morevisible,andmuchmoredamagingways.Suchhijackedmediaaretheoppositeofearnedmedia:

anassetorcampaignbecomeshostagetoconsumers,otherstakeholders,oractivistswhomakenegativeallegationsaboutabrandorproduct.Membersofsocialnetworks,forinstance,arelearningthattheycanhijackmediatoapplypressureonthebusinessesthatoriginallycreatedthem.

　　Ifthathappens,passionateconsumerswouldtrytopersuadeotherstoboycottproducts,puttingthereputationofthetargetcompanyatrisk.Insuchacase,thecompany’sresponsemaynotbesufficientlyquickorthoughtful,andthelearningcurvehasbeensteep.ToyotaMotor,forexample,alleviatedsomeofthedamagefromitsrecallcrisisearlierthisyearwitharelativelyquickandwell-orchestratedsocial-mediaresponsecampaign,whichincludedeffortstoengagewithconsumersdirectlyonsitessuchasTwitterandthesocial-newssiteDigg.

　　31.Consumersmaycreate“earned”mediawhentheyare

　　[A]obscssedwitho